A Quote by Julian Nagelsmann

We have to entertain the supporters. It's not only about defending and 'don't concede.' Perhaps most managers focus on defence. — © Julian Nagelsmann
We have to entertain the supporters. It's not only about defending and 'don't concede.' Perhaps most managers focus on defence.
You have to win the title with a strong team and a strong defence, but I don't only like to talk about the four defenders and the goalkeeper when you concede goals. It's about the team.
How I hate the Beautiful Game! I hate its cry-baby players and its gruff, joyless managers, its blokish supporters and its sinister owners, its whistle-peeping referees and its chippy little linesmen, its excitable commentators and - perhaps most of all - its unpluggable 'analysts.'
When we talk about defending Muslims, defending women, we're automatically by default excluding someone, but when we talk about defending liberty, when we talk about defending the freedoms that are enshrined within our founding documents, that is inclusive of every American. That's a message the American left needs to learn as we move forward.
We want our teams to be able to entertain the supporters - they're such an important part of the industry, sometimes forgotten a bit. At the Amex they'll be very important for us. So we'll try and entertain. At the same time I know we're in the results business. I'm not naive.
Defending is mostly about focus.
Conservative supporters might either have the courage of their convictions or, if truly ashamed, revise them, but they should at least refute the proposition that defending your own interests is only acceptable if you're broke.
Bullfighting is every bit as ghoulish and savage as its critics warn, but it is equally as powerful and moving as its supporters insist. Perhaps the most vexing aspect about it is that neither group is wrong: they are both telling the truth.
An interesting difference between new and experienced stage managers is that the new stage manager thinks of running the show as the most difficult and most demanding part of the job, whereas the experienced stage manager thinks of it as the most relaxing part. Perhaps the reason is that experienced stage managers have built up work habits that make then so thoroughly prepared for the production phase that they [can] sit back during performances to watch that preparation pay off.
There are only two kinds of managers. Winning managers and ex-managers.
As a whole, the managers today are different in temperament. Most have very good communication skills and are more understanding of the umpire's job. That doesn't mean they are better managers. It just means that I perceive today's managers a bit differently.
You shouldn't focus on why you can't do something, which is what most people do. You should focus on why perhaps you can, and be one of the exceptions.
Does defending liberalism leave you friendless and perhaps wondering about your breath?
You need to be very critical of yourself. There are a few very good managers who can make players better individually. Most managers think about the team process - and so you have to improve things on your own.
United fans don't care if the team only has 40 per cent possession as long as they are watching an attacking team. My experience was that the supporters understood that even our best teams, even the teams with Peter Schmeichel or Edwin van der Sar in goal, were going to concede goals.
Strong managers who make tough decisions to cut jobs provide the only true job security in today's world. Weak managers are the problem. Weak managers destroy jobs.
General managers - I like to talk about the 'golden gut': general managers that not only can have a sense for the players that are going to perform beyond what people expect and get team chemistry right, but they also have to be able to make trades.
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